All too soon another year comes to a close. For many of us, December and January offer time for reflection. It’s time to review the past year and think ahead to the new one. Have you reviewed your accomplishments of 2016 or begun to create your resolutions for 2017? As the year ends, I hope
The shoemaker’s children have no shoes. We grasp the meaning of that proverb all too well. Learning development teams realize the importance of learning. However, we often fail to apply it to our own careers. In L&D, our work helps others learn. We encourage people in their professional development. We pour our hearts and souls
Here is an illustration of why task vs. outcome matters. Imagine you had to pick a surgeon. Would you base that decision on the orderly way she kept her surgical tools? Or on how she always finished her surgeries on time? What about how much her colleagues liked her? No, those aren’t the most pressing
Businesses need people with project management skills. It’s a handy skill to have if you want to drive an initiative in the business world. In fact, Learning and Development (L&D) teams often need to use project management skills. But there is a problem. L&D has become hyper-focused on project management. For some reason, project management
Your personal budget woes can teach you a lot about your learning budget. When you run tight on funds, you get ruthless with your money. You divide your life into must-haves and nice-to-haves. Must-haves are those things you can’t run a household without. Mortgage payments. Power bills. Water bills. Phone charges. Your Starbucks lattes, craft-beer
In the first post of this series, I explained how the “language of business” isn’t really about the terms we use as learning and development (L&D) leaders. Rather it’s a failure of education. In the second post, I explained how to use education to change the perception of L&D for the better. In this post,
In the first post of this series, I explained how the “language of business” isn’t really about the terms we use as learning and development (L&D) leaders. Rather it’s a failure of education, both for ourselves and others. We have not educated ourselves on how we impact our organizations and we have not educated our
In the last couple of years, many learning and development (L&D) leaders have made a proclamation: “Learning professionals need to know and speak the language of business.” They claim that, since we obviously don’t already know it, we need to learn the language of business. Then, we must use the language of business to show
If you want to survive as a learning professional, you must take your design skills to the next level. This means that you’ll need to create measurable learning programs. You will need to show how those programs deliver business results. When we look at the core competency of our profession, we can define the trainer’s
As a learning professional, you have a decision to make. Will you remain a producer or become a partner to the business you serve? A producer transforms programs, but a partner transforms the business. In recent years, there has been a mindset shift. That shift happened in the minds of those who employ learning professionals.
Thank you for your interest in eParamus. We look forward to helping you meet your design and measurement goals.